MGT 301 Term Paper

8/11/2019 MGT 301 Term Paper

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Work- Life Balance, Quality of Life and Standard of Living: HRs role in managing

these factors

Prepared for:

Feihan Ahsan

Faculty, BRAC Business School

Prepared by:

Shihab Anwar (ID# 12104109)

Safayet Aziz Khan (ID# 12104)

Ishtiaq Ahmed (ID# 12104011)

Sadia Amreen Mumu (ID# 12104121)

Samiha Nusrat (ID# 12104146)

Ayesha Siddiqua (ID# 12304014)

Date of Submission: April 15, 2014


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Table of Content:

Description Page Number

1)Introduction 06

2)Topic acquaintance 06-07

3)Purposes and objectives

4)Methodology

5)HRs role in ensuring work life balance

a. A glimpse at real stories

6)HRs role in ensuring quality of life

7)HRs role in ensuring standard of living

8)Survey report

a. Bangladesh findings

b. International aspects

9)Recommendations

10)Limitations

11)Conclusion

12)References


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2) Topic Acquaintance:

Figure: 01

Work life balance:

Work-life balance is a concept that supports the efforts of employees to split their time and

energy between work and the other important aspects of their lives. Work-life balance is a

daily effort to make time for family, friends, community participation, spirituality, personal

growth, self care, and other personal activities, in addition to the demands of the workplace.

Work-life balance is assisted by employers who institute policies, procedures, actions, and

expectations that enable employees to easily pursue more balanced lives. Federico, R. F.

(1998) mentioned that there has some importance of work life balance. Such as it reduces

absenteeism, enhances employees loyalty and commitment,reduces the employee turnover.

It enhances job satisfaction as well as reduces job stress. Work life benefits practice has

positive impacts on individual and organizational productivity

Quality of work life:

Quality of work life refers to the favorableness or unfavorableness of the work environment.

eHOW.com, a scholarly website defines QWL as the level of (satisfaction/ happiness) or

dissatisfaction with ones career. Various authors have proposed models of quality of working

life which include a wide range of factors. Taylor (1979) came up with components such as

extrinsic job factors (e.g. wages, hours of work & working conditions) and intrinsic job

factors. He states that quality of work life must have considerations such as:-

Employee participation in management

Fairness and equity

Social support

Work LifeBalance

Quality oflife

Standard ofLiving
http://humanresources.about.com/od/work-life-balance/a/work-balance.htmhttp://humanresources.about.com/od/workschedules/f/life_family.htmhttp://humanresources.about.com/od/workschedules/f/life_family.htmhttp://humanresources.about.com/od/work-life-balance/a/work-balance.htm


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Self development

Meaningful future at work

Standard of living:

In general the amount of goods and services employees can buy with the money they have is

called standard of living. Standard of living also refers to the degree of wealth, material and

comfort available to an employee. It includes factors such as income, quality and availability

of employment, class disparity, poverty rate, quality and affordability of housing, quality and

availability of education, cost of goods and services, social safety and security.

3) Purposes and Objectives:

There are some purposes and objectives behind making this term paper. It has helped us

finding the role of HR managers and their importance. Few points are given below

-

HR managers are the responsible person for recruiting employees for a company.Previously there was no structure in recruiting employees. Upper level managers used

to hire them. Now days those people recruit employees who have expertise in HRM

section. They know whom to recruit or whom not to recruit. They choose the right

person for the right job and make sure their standard of living. By ensuring standard

of living they are helping them to improve their quality of life.

- In these days, nature of the world of work and employment has been changed

tremendously. HR managers hire quality employee for a position and balance their

work life.

-

In workplace conflicts among employees are common. HR has a big role here. They

come up with solutions and imply those to reduce the number of conflicts.

-

HR motivates employees to work better and sometimes they give incentives to

motivate them so that they can improve their standard of living.


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4) Methodology:

To conduct this study we have collected our required data from both primary and secondary

sources. In primary data collection part we conducted a survey on 255 different individuals to

find out the current position of work-life balance, quality of life and standard of living in

Bangladesh. Then we have talked with one of our relative who is a HR professional to gather

some idea about what roles HR professionals can play to ensure our todays topic. After that

in the secondary data collection part we have taken help from different websites and journals

of several scholars.

5) HR roles in ensuring work life balance:

There is a word buzzing in todays employer branding, something which every employee

wishes for and a prime theme in the Great Places to Work survey. It is not very mystic to

guess this enchanted word to be Work life balance. This single phrase can raise the wave of

enthusiasm but its a tougher concept to travel with just like balancing a stick while walking

on a rope with career & ambition on one side and health and family life on another side.

Figure: 02

As per the HT and Synovate survey, Nov 2013 in Mumbai, maximum number of participants

rated work life balance as one of the important features of a job. It is a consciously emerging

trend, requiring involvement from different stakeholders (employees, bosses, employers,

customers, etc). The success of any such initiative ultimately depends on employee and

his/her bosss commitment and HR professionals can play a vital role in this process througha variety of interventions. There has to be clear communication from the HR professionals in


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any employer branding campaign about the work settings to set realistic expectations from

the employees side.

Figure: 03

HRs role can fall in to five brackets Policies, Benefits & facilities, Training, Change

Management, Counseling as shown in the figure.

Policies, Benefits & facilities:

Organizations which like to stay ahead of changes in the external world will have to

frequently fine tune their employee benefits programs. In this direction HR professionals can

introduce a variety of options which can influence the work life balance of the employees.

Only when there is a highest degree of coordination between line and HR managers Work

Life Balance (WLB) is possible.

Companies have different types working conditions depending on the project and the

associated client. Certain projects require additional effort from employees including longworking hours. Such employees may be given additional leaves and sponsored vacations

once a heavy task is accomplished. HR managers in collaboration with line Managers can

design customized benefits to each employee to balance the work and life as much as

possible. Sabbaticals for eligible employees are also a good remedy to prevent burnout of

employees.

Initiatives such as -- Doctor on-site, Crches for employees children, adult care centre,

laundry service, take away stores, vegetable stores, and common assistant personnel to a


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group of employees in the office premises, etc. can increase the quality time available to the

employees. A single day family outing sponsored by the employer once in 3 months can

enhance the employee engagement resulting out of increased work life balance.

Organizing classes such as aerobics, yoga will improve the metabolism and concentration of

employees leading to higher productivity and improved efficiency in meeting deadlines

leaving additional personal time for employees.

HRs can also design various company sponsorship plans for employee health diagnosis. This

can detect early the possible maladies and treating them early will reduce absenteeism and

avert the possible workload on fellow employees and the employee himself. Spouse referral

and relocation programs can increase the time spent by the employee with his/her spouse ifboth of them work in the same premises.

Many companies offer flexi time these days especially in IT and ITES sectors. Along with

this there is an emerging idea to move to a third party work location which is away from both

the employees home and office but nearer to employees house. Thiscan reduce the travel

time and offer higher flexibility to employees. Recently wireless employee tracking systems

are available in the market which can remove the reporting hassles of sales executives and

employees who work away from their desk. Keeping in line with such latest developments,

HR managers can frame policies accordingly.

Training, Change Management & Counselling:

Many times it so happens that the employees spend most of their time in peripheral activities

outside their job due to inter team conflicts, politics, miscommunication and end up working

for longer hours. HR professionals can act as change agents by resolving conflicts,

conducting team building activities and deploying different interventions to increase harmony

between different teams and hence free up more time to employees so that they can

concentrate on their core work and finish tasks early.

HR professionals in learning and development arena can track the performance appraisal data

of employees, talk to supervisors and design training programmes for employees in time

management, assertive communication and negotiation skills, stress management. Once


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employees gain expertise in these skills they can plan their activities well and give maximum

output in minimum time.

The onus is on HR professionals to reduce the red tape in organizations so that real burning

issues gain maximum attention. This could be accomplished through proper communication

and feedback mechanisms. HR professionals can also act as counsellors when employees face

workplace troubles. They can help employees in relocation and cross rotation when there are

genuine issues with WLB.

a. A glimpse at real stories:

a) IBM India has various Work Life Balance policies such as flexible workweek

schedules, work from home, counselling for family, part time employment, and leave

of absence programs, etc. They have sabbatical programs, recreational activities;

programs helping employees cope up with life changing activities. Work life balance

is strategic HR tool used by the company for talent management. Now and then, the

HR in the organization reiterates its commitment to achieving employee work life

balance.

b) TCS in addition to offering flexi time with mandatory hours of work and a five day

week conducts sessions on nutrition, stress management and better living conditions.

c) Zensar Technologies provides child care facilities along with crche and has a well-

known programme called Madat Online. This service is offered to employees to take

care of their daily personal activities like dropping cheques, paying childrens school

fees, cash withdrawal etc. Employees are given information on housing and

educational facilities for children. The company regularly arranges stress management

programs, fun at work, family days aimed at employee work life balance.

d)

Another inspiring story is of the famous multinational company Shell. Like many

companies Shell gives flexi time and work from home benefits to it employees. Every

year the company conducts Global People Survey which gauges the employees

perceptions on the companys status on how far the work life balance is achieved and

what are the steps needed. Working overtime and on weekends is discouraged in Shell

and one striking factor is that leaves cannot be encased or carry forwarded. The HR

executives in the company put focused efforts to frequently update the various work

life balance programs.


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6) HRs role in ensuring Quality of Work-Life:

Quality of Work Life a multi-faceted concept it means having a work-environment where an

employees activities become more important by implementing procedures or policies that

make the work less routine and more rewarding for the employee There exists a relationship

between Q.W.L and productivity.

The people involved in a qualitative work life get a sense of satisfaction in their work. Work

then becomes not a burden but a means by which the abilities of a person can find expression.

Mass-production technology has made workers job monotonous and it is of little meaning to

him. Results of low Q.W.L are absenteeism, low performance, poor morale and occasional

sabotage. Ultimately it is the organization that suffers.

This concept originated after Industrial Revolution, the importance of human factor reduced

because of the vast mechanization. Various problems like job dissatisfaction, boredom,

absenteeism, lack of commitment etc came up. Most mgt theories gave emphasis on

production, manipulating the skills of the employees. Tavi Stock Institute of Human

Relations, London conducted some research on workers problems in Industrial world and

they produced a study approach called Socio-technical system in which they gave great

importance to Job Design to satisfy human needs adequately and the need for Q.W.L in an

Organization was emphasized.

Meaning and definition of Q.W.L is any conscious effort for improving working conditions,

work content, and its safety, security, wages and benefits, etc. Q.W.L can be said to be all the

original inputs which aim at improving the employees satisfaction and enhancing

organizational effectiveness Q.W.L is a concern not only to improve life at work, but also life

outside work It is nothing but having a work environment where employees activities become

more important. This means implementing procedures or policies that make the work less

routine and more rewarding for the employee. These procedures or policies include

autonomy, recognition, belongingness, development and external rewards. Work then

becomes not a burden but a means by which the abilities of a person can find expression

Q.W.L is just humanizing the work Q.W.L = The sum total of physical (working conditions),

psychological and economic factors which affect the job Objectives of Q.W.L To improve

the standard of living of the employees To increase the productivity To create a positive


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attitude in the minds of the employees To increase the effectiveness of the organization

(Profitability, goal accomplishment etc.)

Factors affecting Quality of Work Life:

Some people consider Q.W.L as the existence of a certain set of original conditions and

practices. They agree that high Q.W.L exists when Democratic management practices are

prevalent in the organization When employees jobs are enriching they are treated with

dignity and safe working conditions. Countries that practiced Q.W.L initially are Sweden,

Denmark, Holland, Switzerland, Australia and USA.

Companies practicing Quality of Work Life are General Motors Ford Motors with UAW,

XEROX, IBM, BHEL, Hardwar, TISCO etc.

Measuring of Q.W.L Questionnaires and interviews are relevant here. In General Motors the

management gives a questionnaire of 16 critical dimensions of Q.W.L to its employees each

year. The responses are then used to measure the employees perception of their work life.

Implementation of Q.W.L Management and Employees co-operation:

A worker-Mgt committee on work improvement can function effectively to increase co-

operation. Action plans developed must be followed to completion Support of middle-

managers by top management and bottom-level employees to implement the program. The

objectives of Q.W.L should be a joint one, i.e., for workers it is to improve Q.W.L; for

management it is to improve organizational efficiency.

Barriers to Q.W.L:

Resistance to change both by mgt and employees There is a general perception that Q.W.L

implementation will cost much to the organization Continuous increase in Q.W.L may result

in less productivity, i.e., after a certain level the productivity will not increase in proportion to

the increase in Q.W.L.

Moreover, Q.W.L can be defined as " The quality of relationship between employees and the

total working environment.

QWL is a process by which an organization responds to employee needs for developing

mechanisms to allow them to share fully in making the decisions that design their lives at

work.


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Programs that can be undertaken by management to improve employees Quality of

Life:

a) Fair compensation and job security: The economic interests of people drive them to

work at a job and employee satisfaction depends at least partially, on the compensation

offered.

Pay should be fixed on the basis of the work done, responsibilities undertaken, individual

skills, performance and accomplishments.

Job security is another factor that is of concern to employees. Permanent employment

provides security to the employees and improves their QWL.

b) Health is wealth: Organizations should realize that their true wealth lies in their

employees and so providing a healthy work environment for employees should be their

primary objective.

c) Provide personal and career growth opportunities: An organization should provide

employees with opportunities for personal/professional development and growth and to

prepare them to accept responsibilities at higher levels.

d) Participative management style and recognition: Flat organizational structures help

organizations facilitate employee participation.

A participative management style improves the quality of work life. Workers feel that they

have control over their work processes and they also offer innovative ideas to improve them.

Recognition also helps to motivate employees to perform better. Recognition can be in the

form of rewarding employees for jobs well done.

e) Fun at workplace:This is growing trend adopted by todays organizations to make their

offices a fun place to work.

f) Provide health care to the employees: Organizations can provide health care

programmes to the employees that may include vaccinations, routine check-ups, medications,

etc. This will lead to less absenteeism of the employees and also avert their workload. This


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will lead to better quality of life as the employee will be content with his work as well as

his/her health.

g) Providing Insurances: Regarding insurances, we can assume that an employee had an

accident while he was on his way to his workplace or had an accident while he/she was

working at the designated workplace, so in that context the organization (the employer) will

pay for his medications, saving the employees from bearing the medical expenses thus

ensuring quality of life.

The aim of QWL is to identify and implement alternative programs to improve the quality of

professional as well as personal life of an organizations employees.

7) HRs role in ensuring Standard of Living:

HR plays a vital role here. Without job people cannot earn and live properly. If you do not

have money, you cannot have a standard of living. HR are the persons who will hire you and

make sure your salary and other incentives. BY having those, one can easily improve or

maintain ones standard of living.

a) Direct Financial Payments:HR managers deal with this directly. They give payments to

the employees which will directly put an impact of their life. With the money, they can feed

their family and live better. You have quality but employer has no sound knowledge about

your potential, he/she may not hire you for the particular position. Here HR managers play

the role. They have that knowledge and skill to employ right person for the right job. If

someone is getting hired in a company, that is just because of HR.

b) Incentives: Basic salary is not the only thing that can motivate an employee or even

improve an employees standard of living. Sometimes they need transportation cost,

telephone bills, health care etc. HR gives them these to make sure they are satisfied. With

these they can save money from their income and expense those in other sectors and purchase

more which will help them to improve their purchasing power and it will eventually improve

their standard of living.

c) Salary Increment: After a period employees wait for an increment. HR handles this for

the betterment of the employees. Cost of living is increasing day after day. With the


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increment, they can get back to their previous life and purchase more and maintain the same

or higher standard of living than the previous time.

d) Housing: You need to a better place to live to maintain standard of living. You have job

but you do not have a quality house for you. Sometimes you cannot buy a house because of

money. HR can solve this problem. They can give house loan for a minimum rate of interest.

Now you can purchase your own house and pay the money time to time without having hurry

or pressure.

e) Paid Vacation: Employees take vacation in a given year. HR does not deduct their

payment for taking vacations. These vacations are paid vacations. They are earning the same

amount of money.

We can say that HR plays a vital role in ensuring standard of living. Without them, their

might be a vulnerable situation.

8) Survey report:

To find out the real life situation of employees work life balance, quality of life and standard

of livings we have added some survey reports here. These reports are broken down into two

parts- Bangladesh findings and International aspects.

a. Findings of Bangladesh:

We collected secondary data from a survey which was conducted over 255 employees of

different organizations across Bangladesh based on their work life benefits, standard of living

and quality of work life in their respective organizations. The survey was done on people

from all walks of life so that it gives an overall idea about the whole condition of the country.

The following database shows that whether the employees are getting the benefits while

working on the organization or not.


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Table: 01

The findings that we got from that particular survey are broadly discussed below:

1. Personalized annual leave: Among 255 employees 191 employees says that they

have the benefit of personalized annual leave in their organization and 64 employees

are not getting the benefit from their organization. Therefore, the percentages ofemployees who are getting the benefit are 74.9% and 24.1% employees are not

getting the benefit.

Table: 02

Figure: 04

2. Unpaid leave: Among 255 employees 169 employees agreed that they have the

facility in their organization and 86 employees denied that they do not have the

facility. As a result, 66.3% employees are enjoying the facility in their organization

and 33.7% employees do not have the facility.

Frequency Percent

Valid

Percent

Cumulativ

e Percent

n 64 25.1 25.1 25.1

y 191 74.9 74.9 100.0

Total 255 100.0 100.0

Valid

personalized_annual_leave


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Table: 03

Figure: 05

3. Study leave: 157 employees are enjoying this benefit in their organization and 98

employees do not have the facility. Hence, 61.6% workers are getting the benefit

while 38.4% workers are not getting the benefit from their organization.

Table: 04

Figure: 06

Frequency Percent

Valid

Percent

Cumulativ

e Percent

n 86 33.7 33.7 33.7

y 169 66.3 66.3 100.0

Total 255 100.0 100.0

unpaid_leave

Valid

Frequency Percent

Valid

Percent

Cumulativ

e Percent

n 98 38.4 38.4 38.4

y 157 61.6 61.6 100.0

Total 255 100.0 100.0

study_leave

Valid

Study leave

n

y


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4. Maternity leave:199 staffs are receiving the benefit from their organization and 56

staffs are not receiving the benefit in their organization. Therefore, 78% staffs are

getting the benefit while 22% staffs do not have the facility in their organization.

Table: 05

Figure: 06

5. Paternal leave:Among 255 employees 91 employees are enjoying the facility in

their organization and 164 employees do not have the facility. Hence, 35.7%

employees are enjoying the facilities while 64.3% do not have the facility in their

organization.

Table: 06

Frequency Percent

Valid

Percent

Cumulativ

e Percent

n 56 22.0 22.0 22.0

y 199 78.0 78.0 100.0

Total 255 100.0 100.0

Mat_leave

Valid

Frequency Percent

Valid

Percent

Cumulativ

e Percent

n 164 64.3 64.3 64.3

y 91 35.7 35.7 100.0

Total 255 100.0 100.0

Valid

paternal_leave


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Figure: 07

5. Time off for medical screening:199 workers in their organization have the benefit

and 56 workers do not have the benefit in their organization. As a result, 78%

workers are enjoying the facility and 22% workers do not have the facility in their

organization.

Table: 07

Figure: 08

6. Substitute employee: In different organizations 162 employees are receiving the

facility while 93 employees are not receiving the service. Therefore, 63.5%

employees have the benefit and 36.5% employees do not have the benefit in their

organization.

Frequency Percent

Valid

Percent

Cumulativ

e Percent

n 56 22.0 22.0 22.0

y 199 78.0 78.0 100.0

Total 255 100.0 100.0

time_off_med_screening

Valid


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Table: 08

Figure: 09

7. Preretirement leave:Among 255 staffs 97 workers have the preretirement facility in

their organization and 158 workers do not have the facility. Hence, 38% workers are

enjoying the facility while 62% workers do not have the facility.

Table: 09

Frequency Percent

Valid

Percent

Cumulativ

e Percent

n 93 36.5 36.5 36.5

y 162 63.5 63.5 100.0

Total 255 100.0 100.0

substitute_employee

Valid

Frequency Percent

Valid

Percent

Cumulativ

e Percent

n 158 62.0 62.0 62.0

y 97 38.0 38.0 100.0

Total 255 100.0 100.0

preRetire_leave

Valid


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Figure: 10

8. Flexible work hour:Among 255 employees 49% employees says that they have the

benefit of flexible work hour in their organization and 51% employees are not getting

the benefit from their organization.

9. Job sharing: In different organizations 63% employees are receiving the facility of

job sharing while 37% employees are not receiving the facility.

10.Telecommuting: Among 255 employees 35% employees say that they have the

benefit of flexible work hour in their organization and 65% employees are not getting

the benefit from their organization.

11.Loan program: 38% employees are enjoying this benefit in their organization and

62% employees do not have the facility.

12.Health insurance policy:Among 255 employees 45% employees say that they have

this benefit in their organization and 55% employees are not getting the benefit from

their organization.

13.Recreational activity: In different organizations 66% employees are receiving the

facility of recreational activities like annual picnic, annual cultural night etc. while

34% employees are not receiving such facility.

The survey showed that most employees generally feel they are able to balance their work

life due to work life management policy of the company. About 58% employees had positive

feelings about the work life benefits of their organization. Whereas, 22% employees said that

they did not get proper facilities to balance their work and personal life. However, 20%

employees had neutral opinion regarding this fact in their organization.


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Figure: 11

The study also includes information about quality of work life in the different organizations

across Bangladesh. Employees gave more priority on four factors such as job security, health

facilities, personal and career growth opportunity and work life benefits in maintaining the

quality of work life in their organizations.

1.

Among all only 40% employees said that they have job security and 55% said that

they do not have this facility. However 5% gave no comments on this topic.

2. In case of health facilities 33% employees had this facility on their organization and

rest 57% did not have it. 10% employees were neutral and did not comment on this.

Work life balance

Yes

No

Neutral

58%22%

20%


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Figure: 12

3.

Only 38% employees felt that they have personal and career growth opportunities in

their present working conditions. Whereas, 53% majority thought that they do not

have this opportunity.

4. The work life benefit is the only case where majority about 48% told that they have

this facility in their organization and 42% did not have it.

Whether the employees had a good quality of work life or not 75% said that the presence of it

would definitely help to improve their productivity at work. Even though, 25% still think that

it had nothing to do with their job performance.

0%

10%

20%30%

40%

50%

60%

Yes

No

Neutral

40

55

5

33

57

10

38

53

9

48

42

10


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Figure: 13

The database collected from 255 employees of different organizations across Bangladesh

based on their work life benefits also shows that whether the employees are satisfied with

their present job or not and if they are able to maintain the standard of living they are suppose

to maintain or not. Most employees said that they were not paid enough to adjust their

salaries with the inflation rate. 39% employees said that they are happy with their present job

and are able to maintain their expected standard of life. On the other hand, the majority of

46% were not satisfied with their job as well as standard of living. However, 15% employees

were neither satisfied nor dissatisfied with their job and standard of living.

Figure: 14

Quality of work life

Yes

No

25%

75%

Standard of living

Yes

No

Neutral

39%

46%

15%


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b. International Aspects:

The United States is the greatest country in the history of everything, if you just listen to its

leaders, and a disgrace among developed countries. The health care system is famously

expensive and inaccessible.

The OECD Better Life Index, released last week, feeds the American instinct toward both

jingoism and self-deprecation. In housing access and family wealth, it concludes that the U.S.

really isthe best country in the world.

There are some simple reasons why the U.S. places far below Scandinavia and other

European countries among work-life metrics. We work longer hours to make all that money.

So we have less down time. Also, we don't have national laws, like mandatory paternal leave,

that alleviate the burden on working moms.

The surprising fact is that American leisure time has actually been increasing for most

families for decades, and American men work less today, and have more down time, than

ever recorded. Even if you consider that to be bad news (and many do), less work should

improve just about any definition of work-life balance. Still, the most important reason why

we rank barely above Mexico is the increase in single mothers who, in the U.S., face an

extraordinary burden relative to their overseas counterparts.

Surprise: Leisure Time Is Growing (But Not For All)

Since 1950, personal hours worked have fallen dramatically all over the developed world,

thanks to advances in overall productivity and the shift away from certain kinds of time-

intensive manufacturing. They've fallen the most in European countries and the least in the

U.S.
http://www.oecdbetterlifeindex.org/topics/work-life-balance/#/50011111111http://www.oecdbetterlifeindex.org/topics/work-life-balance/#/50011111111


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Figure: 15

But those gross averages hide the fact that the workweek has undergone two parallel

revolutions in the U.S: More paid work for women and less paid work for men. Hours

worked by moms have doubled since 1960. Higher education attainment and the rise of the

service sector have allowed many women to trade chores for paychecks, as this graph shows

(data via Valerie Ramey).

Figure: 16

In the meantime, men have picked up some of the slack at home. In the 20th century, the

typical working woman's week hours rose by 230 percent; in parallel, men are doing about

370 percent more housework.


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Figure: 17

"Leisure" means different things to different people. But to economists it means time spend

not working -- either the kind that involves doing chores or the kind that involves doing

Excel. In the last century, lifelong leisure time in the U.S. has grown significantly, due to at

least three factors: (1) the decline of the workweek, which most affected men; (2) technologymaking house work more efficient, which most affected women; and (3) people living longer

in retirement, which affected both men and women.

Figure: 18

You might think the increase in leisure would be highest among the rich, since nations have

generally earned more leisure time as they've become more productive. But strangely, it is the


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least educated and poorest men who have seen the highest gains in leisure. This has created

what economist Eric Hurst, among others, calls, "leisure inequality," which mirrors income

inequality. Poor working men have more leisure time than ever, but the highest educated men

have less downtime than they've had in 50 years.

Figure: 19

The OECD's "work-life" balance measure counts long hours, leisure time, commuting time,

satisfaction with job, and the employment rate of mothers with school-age children. Although

the U.S. places near the bottom overall, it actually places among the top countries in

commuting time and job satisfaction. And as you can see, we're making strides in overall

leisure time as well. But the most important category where we fall far behind other rich

countries is with mother -- especially single mothers.

The Single Mom Crisis:

Women are the primary breadwinners in 40 percent of U.S. households today. But in most of

those families, women are the primary earner because they are the only earner. One if four

houses are now led by a single mom, who earn an average income of just $23,000.

Balancing work and leisure without a partner isn't easy no matter where you live, but single

working mothers feel a particular pinch in the U.S., for two reasons. First, the U.S. has the

fourth-highest share of single mothers in the OED. Second, they work the longest hours and

have more children than most rich countries, according to a study of family time. "Lone


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mothers in the US have less available time than lone mothers in any of the other countries"

the researchers studied.

Figure: 20

Single mothers are more likely to work than the average adult -- after all, the vast majority of

them simply must -- but they're also more likely to work less. In the U.S., where single

mothers work the most, only 4 percent punch in more than 50 hours a week.

So when you hear that American work-life balance ranks poorly, remember that there really

isn't any such thing as "American work-life balance." Instead there are intersecting trends --

only a handful of which I've touched on here -- showing that, although the workweek has

fallen, the changing composition of families has put tremendous time-stresses on more

mothers. Overall, research shows that lower-income men have never had more downtime,

while working single mothers have never been more common. The first part is a problem.

The second is a crisis. The top 25 Companies who ranked best in Work Life Balance are

MITRE and North Highland received the highest work-life balance rating (4.5 on a 5-point

scale) from its employees over the past year. MITRE employees comment on the high value

the company places on work-life balance as shown through flexible schedules, generous paid

time off and other great perks like an on-site cafeteria and gym. North Highland employees

speak to the companys family-friendly work environment. This is also the second year that


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MITRE as well as eight other companies make Glassdoors Top Companies for Work-Life

Balance list. Other companies making this list again include Agilent Technologies, SAS

Institute,National Instruments,FactSet,United Space Alliance,Susquehanna International

Group,Slalom Consulting andMorningstar.

Table:10
http://www.glassdoor.com/Reviews/National-Instruments-Reviews-E4030.htmhttp://www.glassdoor.com/Reviews/FactSet-Reviews-E6066.htmhttp://www.glassdoor.com/Reviews/United-Space-Alliance-Reviews-E11246.htmhttp://www.glassdoor.com/Reviews/Susquehanna-International-Group-Reviews-E24446.htmhttp://www.glassdoor.com/Reviews/Susquehanna-International-Group-Reviews-E24446.htmhttp://www.glassdoor.com/Reviews/Slalom-Consulting-Reviews-E31102.htmhttp://www.glassdoor.com/Reviews/Morningstar-Reviews-E3299.htmhttp://www.glassdoor.com/Reviews/Morningstar-Reviews-E3299.htmhttp://www.glassdoor.com/Reviews/Slalom-Consulting-Reviews-E31102.htmhttp://www.glassdoor.com/Reviews/Susquehanna-International-Group-Reviews-E24446.htmhttp://www.glassdoor.com/Reviews/Susquehanna-International-Group-Reviews-E24446.htmhttp://www.glassdoor.com/Reviews/United-Space-Alliance-Reviews-E11246.htmhttp://www.glassdoor.com/Reviews/FactSet-Reviews-E6066.htmhttp://www.glassdoor.com/Reviews/National-Instruments-Reviews-E4030.htm


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A Sur vey was done by Office Team Survey on Work/Life Balance, Learning

Opportunities Have Greatest Impact on Job Satisfaction. This is given below-

MENLO PARK, Calif., Jan. 26, 2012 -- Want to know the way to an employee's heart?

Professionals interviewed by Office Team identified work/life balance (28 percent) and

opportunities to learn and grow (27 percent) as the top contributors to their job satisfaction.

The results are in line with those from a similarsurvey in which managers were asked about

the factors most tied to employee morale.

The surveys of professionals and managers were developed by Office Team, a leading

staffing service specializing in the placement of highly skilled administrative professionals.

They were conducted by an independent research firm and include responses from 404workers 18 years of age or older and employed in office environments and 1,013 senior

managers at companies with 20 or more employees.

Workers were asked, "Aside from salary, which one of the following aspects of your job is

most tied to your satisfaction?" Their responses:

Work/life balance 28%

Opportunities to learn and grow 27%

Ability to accomplish goals 20%

Camaraderie with coworkers 13%

A good working relationship with the boss 11%

Don't know 1%

Total 100%

Table:11

The survey of workers also revealed differences by age: Respondents between the ages of 35

and 44 were most concerned with work/life balance (46 percent), and those between the agesof 18 and 34 indicated the greatest interest in opportunities to learn and grow (37 percent).
http://www.officeteam.com/aboutushttp://officeteam.rhi.mediaroom.com/file.php/1164/job+satisfaction_worker+survey.jpghttp://officeteam.rhi.mediaroom.com/file.php/1167/job+satisfaction_manager+survey.jpghttp://officeteam.rhi.mediaroom.com/file.php/1167/job+satisfaction_manager+survey.jpghttp://officeteam.rhi.mediaroom.com/file.php/1164/job+satisfaction_worker+survey.jpghttp://www.officeteam.com/aboutus


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organizations. Salary is the most important thing as it determines ones standard of

living in the society.

IX.

Managers also need to fulfill employees job security needs that without any proper

reason they will not get fired from their job so that they can feel mental peace and pay

full attention to successfully accomplish their assigned tasks.

X.

Managers are also suggested to arrange training program facilities for the

development of their employees so that each individual employee can have a chance

to attain his or her personal growth to fulfill self actualization needs.

XI. HR professionals are suggested to implement perceived organizational support as they

are responsible to set up a code of conduct within the organization they are requested

to ensure an environment where employees will get the chance to work on a secure

and calm atmosphere and where employees will respect each other, consider their

rewards deemed fair and role of their supervisors as supportive one. In other words,

they need to make their employees feel that organization values their contribution and

cares about their well-being.

XII. While offering fringe benefits to employees managers need to consider each

individual employees needs because all incentives does not necessarily carry equal

importance to each every employees. Like- a single mother having two children may

need life insurance facilities but a single employee having no attachment with families

may not need it. The best benefit for him or her can be having paid vacations. So, in

times of planning employee benefits package managers need to keep these things in

mind.

XIII. As per our survey report workers feel highly satisfied when they have say in

organizational decision making or have certain amount of freedom that for carrying

out each and every silly task they dont need to ask for their supervisors permission.

Thats why HR managers are requested to include this thing in their organiz ational

structure.

10) Limitations:

The limitation of our study is we could not properly conduct the survey due to time

limitations, huge expenses and lack of co-operations from surveyed individuals because when

we asked people to fill up the questioners for us they considered it as a wastage of time and


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simply tried to avoid it. Thats why we needed to work a lot to persuade them and making

them understands that its not valueless and how important it is to us. Again, we conducted

our survey on 255 individuals which is a very small portion of the entire population so results

can definitely vary depending on the size of the surveyed population. In spite of all these

hazardous to collect the information for findings of Bangladesh part we conducted a survey in

the last year November for the sake of another course and we are using those data here but as

year has changed the scenario can also get changed which we fail to demonstrate in our

present term paper. Again for the International findings we need to rely on secondary data

and we are not fully sure about the accuracy of that information.

11) Conclusion:

Work-life balance, Quality of Life & Standard of Living remains an issue that requires

considerable attention from society. The changing nature of the global economy, where

organizations often operate on a 24/7 schedule and technological advances have made it

possible for an employee to be connected at all times, has ushered those issues into the

forefront of the minds of many, including Undergraduate students. Employers have realized

that a burnt-out employee is nearly useless, and that a satisfied employee is the key to thefuture success of an organization. To this end, many organizations have developed work-life

programs to assist employees in handling the conflicts that may arise between work and the

rest of life (Roberts, 2005). As shown in the findings, employees that have access to work-life

programs have a significantly higher work-life balance score compared with employees that

do not have access to these programs. The work-life programs incorporated at organizations

provide the flexibility and support that help individuals navigate through the increasing

complexities of modern life that encompass various priorities, including dual learning

families, childcare, and elder care to name a few. However, there is an apparent under-

utilization of these programs (Rod bourne, 1996; Spinks, 2004). It is up to the employer and

the employee to work together to facilitate the acculturation of work-life balance, quality of

life & standard of living into the organization. As shown, working longer hours does not

necessarily contribute to decreased job security, but does contribute to decreased work-life

balance. Additionally, lower work-life balance is correlated with increased dissatisfaction at

work. The disadvantages of having dissatisfied employees should be a motivating factor

behind the acculturation process. Although work-life balance may be viewed as a utopian


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dream, society must not fail to respond to the needs of individuals when dealing with

complex issues arising from work and the rest of life, especially among individuals further

along in their lives and careers. With the many problems associated with stress, including

issues of health and well-being and decreased productivity, society would be wise to foster an

environment that proactively engages individuals to reflect on their choices and priorities.

Individuals who seek balance to maintain health and harmony may lead fuller and more

productive lives, which could potentially benefit all aspects of society and business. Again,

when organizations will ensure basic salary, required fringe benefits, supportive

organizational culture, Job security, employee participation in decision making, equity

regarding intrinsic and extrinsic factors, flex time, job sharing, telecommunication, personal

development facilities and other related issues definitely it will boost up employees as

implementation of all these factors by the organization will help employees to maintain a

strong balance between their work and life, good qualitative work life and a high standard of

living in the society. By fulfilling all those needs HR managers can create a win-win situation

because evidence suggests that improvements in people management practices, especially

work time and work location flexibility, development of Perceived Organizational Support,

equity in terms of rewards and salary contribute to increased quality of employees work life

and their standard of living. These facilities have been demonstrated to have an impact on

employees in terms of recruitment, retention/turnover, commitment and satisfaction,

absenteeism, productivity and accident rates which is a benefit for the organizations and it is

also beneficial for the employees as they believe they work to live dont live to work. And

HR is the only department in the organization that can ensure all those issues and fulfill

employees necessities thats why demand of HR professionals has become so prominent

throughout the world.


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12) References:

Secondary sources:

a) Journals:

I. Bequele, A. (1984). The costs and benefits of protecting and saving lives at work:

Some issues. International Labour Review, 123(1),

http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f943172b-e1c0-4f1d-8926-

d5d568a18f3e%40sessionmgr14&vid=2&hid=19

II. Chimote, N., &Srivastava, V. N. (2013). Work-Life Balance Benefits:From the

Perspective of Organizations and Employees.IUP Journal Of Management Research,

12(1), 62-73. http://web.ebscohost.com/ehost/detail?sid=cb360fb7-a0b3-4e58-9de0-

b89e291c7c10%40sessionmgr14&vid=1&hid=19&bdata=JnNpdGU9ZWhvc3QtbGl2

ZQ%3d%3d#db=buh&AN=85343891

III. Federico, R. F. (1998). Work/Life Benefits From the Multiemployer

Perspective.Benefits Quarterly, 14(2), 18-23.

http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=87c4bf18-c8c5-4cac-8853-

4a2edc0cca0d%40sessionmgr4&vid=2&hid=19

IV.

Finn, P. (1981). The effects of shift work on the lives of employees. Monthly Labor

Review, 104(10),

31.http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=29aec6e4-a70b-4d84-

b382-bf62091fdce7%40sessionmgr10&vid=2&hid=19

V. Giannikis, S. K., &Mihail, D. M. (2011). Flexible work arrangements in Greece: a

study of employee perceptions. International Journal Of Human Resource

Management, 22(2), 417-432. doi:10.1080/09585192.2011.540163

http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=e0e307c7-363a-4a33-8062-600572211a03%40sessionmgr4&vid=2&hid=19

VI.

HR How -To: Work-Life Benefits. (2003). Benefits Quarterly, 19(3),

61.http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=ad5aed21-2441-4b29-

9d5c- 1f23cb14ca58%40sessionmgr12&vid=2&hid=19

VII.

Landauer, J. (1997).Bottom-Line Benefits of Work/Life Programs.Benefits Quarterly,

13(4), 96. http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f77eb64c-ed08-

49ef-bb70-0da7c613d47c%40sessionmgr12&vid=2&hid=19
http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f943172b-e1c0-4f1d-8926-d5d568a18f3e%40sessionmgr14&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f943172b-e1c0-4f1d-8926-d5d568a18f3e%40sessionmgr14&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f943172b-e1c0-4f1d-8926-d5d568a18f3e%40sessionmgr14&vid=2&hid=19http://web.ebscohost.com/ehost/detail?sid=cb360fb7-a0b3-4e58-9de0-b89e291c7c10%40sessionmgr14&vid=1&hid=19&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&AN=85343891http://web.ebscohost.com/ehost/detail?sid=cb360fb7-a0b3-4e58-9de0-b89e291c7c10%40sessionmgr14&vid=1&hid=19&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&AN=85343891http://web.ebscohost.com/ehost/detail?sid=cb360fb7-a0b3-4e58-9de0-b89e291c7c10%40sessionmgr14&vid=1&hid=19&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&AN=85343891http://web.ebscohost.com/ehost/detail?sid=cb360fb7-a0b3-4e58-9de0-b89e291c7c10%40sessionmgr14&vid=1&hid=19&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&AN=85343891http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=87c4bf18-c8c5-4cac-8853-4a2edc0cca0d%40sessionmgr4&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=87c4bf18-c8c5-4cac-8853-4a2edc0cca0d%40sessionmgr4&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=87c4bf18-c8c5-4cac-8853-4a2edc0cca0d%40sessionmgr4&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=29aec6e4-a70b-4d84-b382-bf62091fdce7%40sessionmgr10&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=29aec6e4-a70b-4d84-b382-bf62091fdce7%40sessionmgr10&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=29aec6e4-a70b-4d84-b382-bf62091fdce7%40sessionmgr10&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=29aec6e4-a70b-4d84-b382-bf62091fdce7%40sessionmgr10&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=e0e307c7-363a-4a33-8062-600572211a03%40sessionmgr4&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=e0e307c7-363a-4a33-8062-600572211a03%40sessionmgr4&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=e0e307c7-363a-4a33-8062-600572211a03%40sessionmgr4&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=ad5aed21-2441-4b29-9d5c-%201f23cb14ca58%40sessionmgr12&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=ad5aed21-2441-4b29-9d5c-%201f23cb14ca58%40sessionmgr12&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=ad5aed21-2441-4b29-9d5c-%201f23cb14ca58%40sessionmgr12&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=ad5aed21-2441-4b29-9d5c-%201f23cb14ca58%40sessionmgr12&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f77eb64c-ed08-49ef-bb70-0da7c613d47c%40sessionmgr12&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f77eb64c-ed08-49ef-bb70-0da7c613d47c%40sessionmgr12&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f77eb64c-ed08-49ef-bb70-0da7c613d47c%40sessionmgr12&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f77eb64c-ed08-49ef-bb70-0da7c613d47c%40sessionmgr12&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f77eb64c-ed08-49ef-bb70-0da7c613d47c%40sessionmgr12&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=ad5aed21-2441-4b29-9d5c-%201f23cb14ca58%40sessionmgr12&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=ad5aed21-2441-4b29-9d5c-%201f23cb14ca58%40sessionmgr12&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=e0e307c7-363a-4a33-8062-600572211a03%40sessionmgr4&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=e0e307c7-363a-4a33-8062-600572211a03%40sessionmgr4&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=29aec6e4-a70b-4d84-b382-bf62091fdce7%40sessionmgr10&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=29aec6e4-a70b-4d84-b382-bf62091fdce7%40sessionmgr10&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=87c4bf18-c8c5-4cac-8853-4a2edc0cca0d%40sessionmgr4&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=87c4bf18-c8c5-4cac-8853-4a2edc0cca0d%40sessionmgr4&vid=2&hid=19http://web.ebscohost.com/ehost/detail?sid=cb360fb7-a0b3-4e58-9de0-b89e291c7c10%40sessionmgr14&vid=1&hid=19&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&AN=85343891http://web.ebscohost.com/ehost/detail?sid=cb360fb7-a0b3-4e58-9de0-b89e291c7c10%40sessionmgr14&vid=1&hid=19&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&AN=85343891http://web.ebscohost.com/ehost/detail?sid=cb360fb7-a0b3-4e58-9de0-b89e291c7c10%40sessionmgr14&vid=1&hid=19&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&AN=85343891http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f943172b-e1c0-4f1d-8926-d5d568a18f3e%40sessionmgr14&vid=2&hid=19http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=f943172b-e1c0-4f1d-8926-d5d568a18f3e%40sessionmgr14&vid=2&hid=19


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VIII.

McKeown, J., Clarke, A., &Repper, J. (2006). Life story work in health and social

care: systematic literature review. Journal Of Advanced Nursing, 55(2), 237-247.

doi:10.1111/j.1365-2648.2006.03897.x

http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=99a2ee25-ad4f-4352-aa14-

49f42bb7ce42%40sessionmgr14&vid=2&hid=19

IX.

What You Thought: Work/Life Benefits Are Valuable, but Value Isn't Measured.

(1998). Benefits Quarterly, 14(3), 96.

http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=9a3df34a-9a30-40ae-995f-

e4d18a2577b9%40sessionmgr13&vid=2&hid=19

b) Websites:

I. http://prohr.com/your-hr-strategy-part-3-work-life-balance/

II. http://www.ere.net/2011/05/16/increasing-employee-productivity-the-strategic-role-

that-hr-essentially-ignores/

III. http://www.bia.ca/articles/AReportontheImportanceofWork-LifeBalance.htm

IV. http://www.blogging4jobs.com/hr/5-ways-improve-employees-quality-of-work-life/

V. http://answers.mheducation.com/business/management/human-resource-

management/compensation-base-pay-and-fringe-benefits#internal-equity

VI. http://www.answers.com/topic/human-resource-management

Primary sources:

a) Personal survey:

The database used in the findings of Bangladesh part has been collected from a survey that

one of our group member did for her Mgt201 course last semester. We used it since we were

told to use survey report for our study purpose.

b) Personal interview:

Mr. Arif Hossain

Regional HR officer

Coffey International, Bangladesh
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